Job

Analysis The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it

Job Analysis The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it

Job Description A list of jobs duties, responsibilities, working conditions and supervisory responsibilities one product of job analysis Job Specifications A list of jobs human requirements , that is the requisite education skills, personality and so on another product of job analysis

Following types of information is collected via job analysis

Work activities Human Behaviors Machines, tools, equipments and work aids Performance standards Job Context Human Requirements

Recruitment & Selection Compensation Training Performance Appraisal Discovering unassigned duties Legal Compliance

Decide how you will use the information, since this will determine the data you collect and how you collect them
Review relevant background information such as organization charts, process charts, and job descriptions Select representative positions Actually analyze the job Verify the job analysis information with the worker performing the job and with his or her immediate supervisors Develop a Job description & Job Specification

Some Job Analysis guidelines A joint effort by a human resources specialist, the employee and the employees supervisor It involves collecting information from several people familiar with the job Several employees doing the same job Make sure the questions and survey are clear and understandable to the respondents Observe and question the respondents early enough so that you get time for correction

Interviews Questionnaires Observations Diary / Logs

Job identification Job Summary Responsibilities & duties Authority Standards of performance Working conditions Job specifications

Specification for trained Vs untrained Personnel Specifications based on judgment Specifications based on statistical analysis

Job enlargement : Assigning workers additional same level activities, thus increasing the number of activities they perform Job rotation Systematically moving workers from one job to another to enhance work team performance and to broaden his / her experience and identify strong and weak points to prepare the person for an enhanced role with the company Job enrichment Redesigning jobs in a way that increases the opportunities for the worker to experience the feelings of responsibility, achievement, growth and recognition

Dejobbing Broadening the responsibilities of the companys jobs, and encouraging employees not to limit themselves to what is their on their job descriptions
Reasons Flatter organizations Self managed work teams Reengineering

Describing a job in terms of the measurable, observable, behavioral competencies an employee must exhibit to do a job well Reasons to describe jobs in terms of competencies rather than duties For high performance work systems traditional JD may be a back fire More strategic Supports the performance management process